Abstract

Pharma is no stranger to the idea of nurturing and defending corporate
reputations. But in this hyper-connected world, Likes and Tweets are
replacing traditional authority sources and creating a completely new
communications landscape, in which news, especially bad news, travels faster
than ever before.

In this climate, it's essential for organisations to go beyond a corporate
social responsibility programme and really understand, and respond to, the
expectations and needs of different stakeholders. Companies often need to
implement new organisational structures to manage perceptions more effectively.

At most companies, there is a will to invest in reputation management, but the
internal know-how and resources may not be there yet. Questions still need to
be answered: What is our reputation? Does our reputation really matter? And if
it does, what can we do about it?

Report Overview

This comprehensive report is designed to help anyone with a leadership role in
reputation management navigate the rapidly changing communications environment.

With this invaluable resource you'll be able to identify the factors that
matter most to Pharma's key stakeholders and to the public at large, and to
ensure that capabilities are in place to protect against risks and exploit
opportunities as they arise.

The report closely examines the latest research and industry practices to
provide an overview of key current issues affecting reputation, data on the
real financial impact of reputation management, insights into the expectations
of shareholders and customers, and best practices on reputation management in
the Pharma industry.

You'll also get an in-depth look at five different approaches to reputation
management, with detailed case studies from companies at various points on the
way to making reputation thinking fully integrated into every strategic
decision.

Key Report Features

Up-to-date overview of fast-changing communications environment

Pharma's standing vis-a-vis other industries

Corporate vs. product branding

Perspectives of key stakeholders

Practical guidance on reputation management

Latest techniques and data on measuring reputation

Five case studies showing how companies are approaching reputation
management

Definitions of key terms and concepts

Key Benefits

Understand the new drivers affecting reputation, including social media,
and changing attitudes towards authority

Hear how top companies and industry associations are responding to changes

Learn how a good reputation can defy adversity

See how the Pharma industry is perceived vs. other industries

Discover new ways to measure reputation, and to gauge the ROI of
reputation management

Get unique insights into the reputation management approaches of five
pharmaceutical companies

Key Quotes

"We have one thing going for us and that is we make products that help
people either survive or live better lives. That's the big plus we have as an
industry compared with many others and that is what we must focus on." Mike
Rulis, global head of communications, Novo Nordisk

"Doing something because it's the right thing to do has run its course. Now
it's reputation, because people are asking hard questions about the companies
behind the services they buy. If you can't answer, they will rate you poorly."
Anthony Johndrow, managing partner, Reputation Institute

"The expectation of consumers has changed so much over the years that, in
addition to a relationship with a given brand or product, they want to know
the company behind it stands for something meaningful and something good."
Jon Richter, senior director, Reputation & Policy Communications, Pfizer

Key Questions Answered

What constitutes a good reputation?

What is a good reputation worth?

What is expected of a pharmaceutical company, and by whom?

What business practices or messages improve your reputation?

How is corporate reputation different from product branding?

Are good deeds good business?

What are other companies doing to strengthen their reputation?

How does new reputation thinking fit with existing CSR and communications
programmes?